Doctoral Thesis Proposal 2016

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Investigation into the establishment of Gender Diversity in football governance on a national level: A qualitative approach for Cyprus

football governance.

Proposal for Doctoral Thesis

Andreas Themistocleous (MBA, MA, BSc)

Department of Hospitality, Tourism and Sports Management

University of Nicosia

30 November 2016

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CONTENTS

1. Introduction………………………………………………….…………………………………………………..3

2. Literature Review………………………………………………………………………………………….....6

3. Research Methodology ....................……………………………………………………….........11

4. Discussion and Conclusions................................................................................12

5. Timeframe for Research.......………………………………………………………………………......13

References........................................................................................................15

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1. INTRODUCTION

1.1. The problem

Gender Diversity in the Cyprus sport industry is by at large an unknown term, according to the researcher’s study, as part of a M.B.A. thesis in 2015. Additionally, a study commissioned by the Cyprus Sports Organization in 2011 and repeated in 2014, shows that female participation in governance of sports, in Cyprus in general, is lower than initially expected and does not exceed 16% at any top-level position of any kind (www.cyprussports.org). Extensive literature and academic evidence to support the lack of gender diversity specifically in Cyprus is absent, as is more generic research specific to the Cyprus sport industry. Moreover, Gender Diversity in corporate life in Cyprus has been reported to also lack research evidence (McRoy & Tsangari, 2011).

In Cyprus, the field of sports has been heavily dominated by a male hierarchy and proof can be found in the number of males on the Boards of various organizations. Specifically, the Cyprus Football Association (CFA), fostered thus far only male participants on the Board, who served under volunteer capacity (www.cfa.com.cy). Additionally, based on the researcher’s evidence of 2015, within the CFA there were 36 employees, 55% of which were male and 45% were female. However, out of the 45% female employees, no female employee was heading a department or possessed a position of authority within the organization. The CFA had eight departments with seven male department heads. In the one department without a head, there was only one female employee who fell under the direct authority of the General Manager, who was also male. Up until November 2016, even the representative of women’s football on the Board was male. Based on the above data, it could be argued that Gender Diversity in football governance in Cyprus was absent, especially as it relates to decision-making positions and positions of hierarchy.

1.2. The significance of the study

The area of football and specifically football governance were chosen by the researcher as a focus point, due to the unusually high number of males involved at the time this proposal was being prepared, the complete and utter absence of females from the Board of Directors of the football governing body in Cyprus, as well as the fact that the sport was extremely popular in Cyprus and operated in a structured and professional way, especially when compared to other sport Federations in the country. The CFA overall financial standing was very good, according to the local press (www.sport-fm.com.cy) and for many it was considered the focus point and vocal point of the national sport industry.

In stating the above, while acknowledging the lack of Gender Diversity, as a result of the researcher’s study in 2015, it is important to add to the body of knowledge on the subject, as it specifically applies for Cyprus. Moreover, it appears to be the first academic research to be conducted on the subject of Gender Diversity in football governance in Cyprus. This research is only a small sample of what is needed to enrich the Cyprus Sport Industry, as the industry suffers from lack of scientific research and documented scientific results, when it comes to sport management.

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It is, in the Researcher’s opinion, a very useful area of study, as the lack of Gender Diversity is a very serious problem within the Cyprus Sport Industry and affects, again in the Researcher’s opinion at least, the growth, development and betterment of the industry in terms of management, operations, financial results, sociological and psychological reasons.

It is also a very important topic, since Gender Diversity is absent from the corporate world, the political scene and generally all aspects of life in Cyprus. A small look at the women candidates for the position of “Mayor” in the December 2016 Municipality election is a very good indicator of the above case. The female candidates for the position of “Mayor” are only 6% of the total candidates, according to an article published by the Mediterranean Institute for Gender Studies, in Nicosia.

1.3. Hypothesis

There is ample evidence in Literature to suggest that the presence of females in top positions of governance, as well as in positions on organizations’ Boardrooms, can have positive effects on performance, financial standing and operations; a brief overview is analyzed below as part of the Literature Review section. Hence, it can be assumed that the same principles that promote corporate success in other countries could in fact apply for Cyprus as well; more specifically if adapted properly, they could also apply for the sport industry as well and of course for its national football governance.

Even in the apparent absenteeism of Gender Diversity in the country, most organizations do in fact offer opportunities to females to be included in governance and in decision-making positions. Examples are the Cyprus Olympic Committee, which in 2016 had a female General Manager and the Cyprus Sport Organization, which saw a female President being appointed for the first time ever during the 2013-2016 period. Therefore, another assumption is that Gender Equality is not a major concern and that opportunities for females do in fact exist in the Cyprus sport industry in general. Instead of lack of Gender Equality, the absence of females can best be attributed to lack of Gender Diversity.

1.4. Research Aim

To investigate the importance of Gender Diversity as a principle and the benefits associated with it in corporate governance and football governance more specifically; to formulate a comprehensive solution to establishing Gender Diversity within the Cyprus football governance system, thus contributing to the enhancement and good practice of Gender Diversity.

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1.5. Research Objectives

In order to satisfy the research aim, as described above, a series of objectives are hereby set forth:

1.5.1. To examine the benefits of Gender Diversity in organizational settings.

↘ Using Literature Review (secondary and tertiary data)

1.5.2. To investigate how benefits from Gender Diversity in other countries can apply in Cyprus and specifically in the Cyprus sports industry.

↘Using Literature Review and Qualitative Research (primary data collection through interviews)

1.5.3. To formulate a comprehensive program/solution to establish Gender Diversity.

↘ Using Literature Review and Qualitative Research and Critical Perspective

1.5.4. To present a strategic RoadMap of how to utilize the comprehensive program and establish Gender Diversity in Cyprus football governance.

↘ Using Literature Review and Qualitative Research and Critical Perspective

1.6. Research Limitations

Expected limitations include the following:

1.6.1. In the absence of literature, specific to the Cyprus sport industry, it’s hard to verify the position of other sport federations and sport organizations in terms of Gender Diversity

1.6.2. The results presented in the research study will only apply to the specific time, data will have been gathered by the Researcher.

1.6.3. Research is limited geographically.

1.6.4. The absence of meaningful social dialogue in the sport industry could inhibit research and discussion.

1.6.5. The possible absence of football industry females that will qualify from purposive sampling and the subsequent need to include females from other governing bodies in the sport industry.

1.6.6. The possible cautious or hesitant or reluctant approach from male participants.

1.6.7. The correlation of corporate-based conclusions to the sport industry.

1.6.8. The lack of funding for research.

1.7) Research Questions

What are the benefits associated to Gender Diversity in governance of an organization and how can we establish Gender Diversity in football governance on a national level in Cyprus?

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2. LITERATURE REVIEW

2.1. Addressing the issue of Gender Diversity

According to the University of Oregon, the concept of diversity “encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. It is the exploration of these differences in a safe, positive, and nurturing environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual” (www.uoregon.edu). Gender Diversity, relates mostly to the extent that males and females are represented within any given setting, not necessarily numerically, but most importantly in what way.

Skirstad (2009) reported that many scholars had previously identified the issue of female under- representation in sport; from Hall in 1987 to Cunningham in 2007. It was not until 1994, as stated on the website of the International Working Group on Women and Sport that the British Sport Council hosted the first international conference on women and sport and the “Brighton Declaration on women and sport” was issued and announced. It addressed and recognized the imbalance that women faced in their involvement with sport. In a summit that hosted eighty-two countries, the participants identified the need, amongst other needs, to ensure that involvement of women in sport at all levels and in all functions and roles is increased and facilitated. It was identified, according to this website, that state and government mechanisms need to engage this declaration as supporting evidence of the Universal Declaration of Human Rights and the equality provisions of the Charter of the United Nations and to ensure that national organizations comply. Furthermore, the declaration called for the fair and equal allocation of resources, power and responsibility between males and females without discrimination based on sex. The above went on record as the first official recognition, address and response to a problem that had surfaced and it was indeed a very important response that would cause snow-ball effects across Europe and would trigger the research and the literature discussed here.

The fact that it addressed several other issues related to women in sports, perhaps weakened the focus on gender diversity in sport governance, nevertheless it made an important statement; a statement, as most of existing literature to date, that lacked specificity as to the proposed solution and also lacked explanation as to the reasons associated with the existence of the problem. It is often the case that in order to solve a problem, one must first understand its origins. In the case of lack of gender diversity in sport governance, the specific Declaration failed to provide any insights and help Organizations understand the problem in better ways.

The lack of gender diversity, as well as the importance of harboring gender diversity, was reflected through the “Roadmap for equality between women and men (2006-2010)”, which was an Act passed by the European Commission in 2006. According to the electronic portal for access to European Union Laws (EUR-Lex), this Act specifically included the parameter of equal representation in decision-making positions. This important development was also cited in the work by Dinold et all (2013). More than a decade after the Brighton Declaration, the European Commission took an official stand on the matter and given the heavy literature that was compiled between the time lapsed, it would be reasonable to have assumed that this specific Act was the basis on which research was conducted. The Act referred specifically to equal representation in decision making, by highlighting that underrepresentation of

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females was persistent in politics, in social life, in public administration’s senior management and as such it was described as “a democratic deficit”. It was also identified through the Act that Member States had set a target of 25% women in leading positions in the field of public sector research. This Act was indeed an enhancement to the Brighton Declaration and was an official address to the problem, which was perhaps the most important step in tackling the problem. However, it must be identified that the Act failed to cite possible origins of the problem that would help organizations better address the problem internally by also understanding it; at the same time it must be pointed out that, through the Act, a benchmark was created, the 25% female participation, which was indeed helpful as a starting point, but simultaneously a threat to the overall attempt to promote gender diversity to a further extent; perhaps it should have been clearly stated by the European Commission that the end target would be full diversification, in relation to gender and not a one to four ratio, which would defeat the purpose of simply hiring and promoting the best regardless of gender.

2.2. Benefits Associated with Gender Diversity

In a study of more than 150 German firms, over five years, researchers confirmed that boards need a critical mass of about 30% (thirty percent) women to outperform (as measured by return on equity) all-male boards. This translated into a “magic number” of about three women, based on average board size (Jasmin Joecks et all 2012).

Another study measured the “organizational excellence” of companies in Europe, North America, and Asia by evaluating them on nine organizational criteria. When they examined the senior management teams of these companies, they found that those with three or more women had higher scores, on average, than teams with no women. Researchers found that the score increased significantly once critical mass was reached—about one-third women (McKinsey 2007).

According to another McKinsey study of 2014, Gender Diversity in leadership had the potential to drive superior organizational effectiveness: companies with three or more women in senior management functions scored higher on all nine dimensions of organizational effectiveness - direction, leadership, culture and climate, accountability, coordination and control, capability, motivation, external orientation, and innovation and learning.

An extensive report by Catalyst across Fortune 500 companies (2007) showed that stronger than average financial results prevailed at companies where at least three women served on their boards. Also, the 30% "norm" was widely recognized in initiatives such as the 30% Club (www.30percentclub.org) which stated on their website that research suggested that 30% was the proportion when critical mass was reached – in a group setting, the voices of the minority group became heard in their own right, rather than simply representing the minority."

Research evidence shows that diversity has been instrumental in improving financial performance in organizations (Desvaux et all, 2007); in another instance, it was discovered that increased female presence on the Board resulted in positive stock market reaction and positive relation to firm value (Campbell and Minguez-Vera 2010). Additionally, female presence on Boards decreased absenteeism of male participants and was associated with more equity-based pay for directors (Adams and Ferreira 2009). Carter et all (2003), in an examination of Fortune 1000 firms, found a positive relationship between firm value and boardroom diversity, amongst which gender diversity as well.

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Krishman and Park (2005) also found that there was a positive relationship between organizational performance and the percentage of women in top managerial positions. Joy et all (2007) examined Fortune 500 companies in the USA and found that companies outperforming their competitors had increased female participation in the boardroom.

2.3 The Cyprus Reality

Almost two decades after the international recognition and address of the lack of gender diversity in the workplace, McRoy and Tsangari reported that no evidence on research related to the underrepresentation of women in Cyprus Corporate Hierarchy existed (2011). McRoy and Tsangari devised a pyramid of actions that included steps taken by women, by organizations and by the government. Women were advised to be confident and passionate, to network and use mentoring and explore their full potential. Organizations were urged to offer career development, executive coaching, unbiased recruiting and promote flexibility and work life balance. The government was asked to offer support systems, comply to European directives, and increase awareness.

A study commissioned by the Cyprus Sports Organization in 2011 and repeated in 2014, shows that females’ participation in governance of sports in Cyprus in general is lower than initially expected and does not exceed 13% at any top-level position of any kind (www.cyprussports.org). There are no football-specific figures in the specific study, however personal experience and a closer look at the official website of the Cyprus Football Association (www.cfa.com.cy) will verify that the Board of Directors of the Association is compiled 100% from males and so are all of the judicial committees and subcommittees of the Association, including all those related to women’s football.

2.4. How to fix the problem

Cunningham (2007) argued that political and social pressure would be able to question this institutionalized imbalance in the sport sector and could ultimately result in employing commitment and behavioral support to initiatives for true gender diversity in the sport industry; this was provided, Cunningham continued, that top management supported this and systematic integration and change teams and proper education all existed in sport organizational settings. Similarly, Adriaanse and Schofield (2013) cited the work of Terjesen et all (2009) to report that female presence in governance was found to improve governance due to value adding talents and better representation of overall stakeholders. Nielsen and Huse (2010), cited in the same article, reported that the ratio of women directors in relation to the total number of directors was positively related to effectiveness and strategic control within organizations. Perhaps these were attributes that needed to be better analyzed and put into contextual business planning by innovative individuals who could see beyond gender.

Shaw and Frisby (2006) were cited by Anderson (2009) suggesting that because liberal feminism and affirmative action had not yielded any meaningful results, it would take experimentation with structures and narratives in order to facilitate meaningful change. Anderson himself stated that gender integration in management of sport was essential if women were to be given equal opportunities for success.

Only very recently, came the first evidence of Cyprus as a country addressing the issue of gender diversity. According to local print and electronic media (www.kerkida.net) the first ever initiative relating to gender diversity was presented in a press conference on March 01st 2016 in Cyprus. This initiative was geared towards presenting before the Cyprus Parliament the first legislative action to promote

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gender diversity; the proposed legislation called for appointment of females, on a ratio of 2 to 5 and where boards would be only comprised of 9 members the ration should be 4 to 9, on all Boards of semi- governmental organizations (including that of the Cyprus Sport Organization) starting June 2016, when appointment by the Ministers’ cabinet would be due to take place. The legislative proposal was backed on a personal level by the Heads of two of the biggest political parties in the country, DYSI and DIKO, whose combined voting power in the Parliament was the majority at the time. In the presentation of the proposed legislation, according to the same source, it was mentioned that Boards of semi-governmental organizations are comprised of 4% female presence and that the initiative followed prior experience stemming from Norway, Belgium, France and Italy. It was also mentioned that the message that needed to get out from this legislative action was that women were equally capable as their male counterparts on all levels.

2.5. Recent Developments in International Sports

One of the most recent achievements, especially important for the global sport industry and perhaps one of the greatest to date, was the 2014 Olympic roadmap for the future, named “Olympic Agenda 2020” which included forty recommendations for action; at number thirteen the International Olympic Committee (IOC) underlined the importance of fostering gender equality on all levels, as explained on the electronic page of the International Olympic Committee (www.olympic.org). Moreover, according to the IOC updated Factsheet of 2014, the IOC instigated a series of synergies with National Olympic Committees and International Federations in order to effectively promote gender diversity. These measures included the organization of informational seminars for female participation across all levels in sport, the instigation of educational and vocational training programs for female executives and administrators, enhanced IOC solidarity programs by creating the so called “Women and Sport” solidarity program, as well as the establishment of world and regional awards known as “Women and Sport trophies”. The overall initiative of the IOC not only helped the European Commission and several sport organizations take an active stand on promoting gender diversity, but also actively gave incentives to all those involved with the Olympic movement to promote gender diversity. This was the exact approach that would suit the culture in Cyprus and help the Cyprus Sport Authorities, as it had helped many others worldwide.

In October 2015, Maya Dodd submitted to the FIFA reform committee, a detailed proposal to tackle the problem of lack of gender diversity within FIFA itself. Dodd, according to Forbes magazine’s online edition (www.forbes.com) has transitioned from being a soccer player to her current position as a member of FIFA’s Executive Committee and Chairwoman of FIFA’s Women’s Football Task Force. She is one of only three women on FIFA’s 25-member Executive Committee, but her role includes a limited tenure and no voting rights.

According to this proposal, as presented in full on FIFA’s website (www.fifa.com), amongst many other things related to women’s football and women in football, women were underrepresented within the world football organization’s decision making bodies. To argue her case, Dodd used facts and figures from several research studies conducted on the benefits of women representation on decision making bodies. More specifically, Dodd argued that “improving the male to female ratio on decision making bodies is now recognized as a major driver of social and corporate value.” She referenced a large body of emerging research, which showed materially positive effects of gender balancing, such as: a) 26 % better share price, where at least one women was on the board, b) 56% better Earnings Before Interest

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and Tax and 41% better Return on Equity than that achieved by all-male executive committees, and c) reduced severity and frequency of fraud.

Dodd based her rationalization on the facts that diverse groups made better decisions than homogenous groups because they were more broadly informed, they benefited from the complementary styles and capabilities of both genders and they also benefited from a greater range of perspectives and ideas, thus spurring innovation and problem-solving effectiveness.

Further to the same source, FIFA signed in 2015 the Brighton & Helsinki Declaration, which reiterated the organization’s commitment to gender equality. Additionally, FIFA has been urged to act by stakeholders within FIFA, including the Women’s Football Symposium in July 2015 and the Task Force for Women’s Football in August 2015. FIFA has also been called upon by the European Commission to ensure better gender balance in decision-making. In May 2016, FIFA named a Senegalese United

Nations diplomat as its first ever female Secretary General, which was characterized as a surprise and historic move (www.bbc.com).

According to UEFA’s official website (www.uefa.com) gender diversity and tackling unconscious biases in the workplace were the themes of the keynote speeches and panel discussion at the UEFA Women in Football Leadership Program, which took place in May 2016. All participants in the program stood to benefit from a year-long mentor scheme which inspired women to continue their development towards prominent leadership positions in football organizations. According to the same source, UEFA has instigated a program known as “Respect Diversity” since 2003, holding a series of Conferences, chaired by UEFA Presidents themselves, as a sign of importance perhaps. In the 2014 Conference, then President Platini had mentioned that diversity, amongst which gender diversity, was a key element in building a more tolerant society.

During the 2014 UEFA ‘Respect Diversity’ conference, an all-women panel, including UEFA Executive Committee member Karen Espelund, Cecile Kyenge MEP, former Italian Minister for Integration, Heather Rabbatts, English Football Association board member, and Emine Bozkurt, former Dutch MEP followed Platini’s opening speech and discussed the matter of women and ethnic minorities in football leadership positions. Appointed in December 2011 as the English FA’s first female and ethnic minority director in 150 years Heather Rabbatts shared efforts to change the face of its “exclusively white, middle-class, middle-aged and all-male board structure”. “Diversity is the driving force for the development of all organisations,” said Espelund. “Whether it is as a club, a league or an association, we really need different cultures to make progress and to make sure everyone has the chance to participate.” (www.claimthepitch.org)

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3. RESEARCH METHODOLOGY

3.1. Research Methodology Purpose and Design

The purpose of the study will be to present evidence that Gender Diversity, as a managerial concept, is indeed beneficial for the governance of football on national level and to devise a strategic plan to establish gender diversity within the football governing authorities of Cyprus.

The research study will utilize a qualitative approach, as this best fits the objectives of the study. In qualitative research, the study will utilize a) the method of personal interviews, b) the method of focus groups, and c) desk research. In order to satisfy the aim and objectives, both primary and secondary data will be collected, so as to verify information with the use of more than just one source or tool of information.

According to Saunders et all (2009) qualitative research could be very useful when examining a topic or problem and even more useful when a specific category of the population was under investigation, which is the exact case in this study that focuses on how women professionals in Cyprus sport could climb up the hierarchical ladder or gain seats in sport Boardrooms.

In this aspect, it becomes imperative to explore the thoughts and beliefs of this specific category, which is the category of women that are affected by the problem at hand. However, it is also imperative to explore the thoughts and beliefs of the other specific category of people that directly, or indirectly, affect and are affected by the problem and that is the category of male professionals in the Cyprus sport industry. This is the reason why the study will address the qualitative approach by semi-structured interviews with female and male sport professionals and also focus groups with mixed gender participation. The experience and professional expertise of people already working in the sport industry in Cyprus and more specifically within football governance is of extreme importance, especially when designing a program that will be used to promote the concept of Gender Diversity.

These interviews will be conducted in a semi structured and semi-formal manner. The overall study will utilize the opinions and experiences of expert subjects, by discussing and analyzing their views on the subject. Interviews will be conducted using a common questionnaire with open ended questions. The questions will serve as informative tools and subjects participating in the survey will be encouraged to discuss anything that they think is relevant or related to the discussion. The researcher believes in exploring multiple facets of any issue, with even nonrelevant information, as it helps make the relevant ones more clear and also helps in drawing better conclusions. The questionnaire structure will involve no more than ten (10) relative headings and will take in account that personal interviews cannot be too long or too tiring, as we will be dealing with sport professionals and sport volunteers.

3.2. Research Justification, Sampling and Procedures

Selection of participants will be done based on purposive sampling, utilizing a list of minimum acceptable criteria that should be met (or have been met) by each participating subject. Such criteria should include the type of position, the experience associated with the organization under focus and with management of the organization; the study should ideally include male and female subjects, but in case that female subjects with experience in the specific organization cannot be found, then females with other sport management experience will be utilized. Willingness to participate and availability to

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the researched will also be taken in account, but only as a secondary means of evaluation of candidate participants.

Further to identification of participants, the participants will be first approached by phone and/or by email and the overall study and its objectives will be first explained in order to get their consent for participation. The contact will be done both formally and informally. Provided that they are positive to participate, an explanation of the process to be followed for the study will be given as well. Both the participants and the researcher will sign off on a declaration of participation with minimum expectations, rights and confidentiality agreed upon, declared and committed. Interviews will take place in a setting that fits mutual schedules and simultaneously provides comfort and ease of participation to the participants, in order to facilitate the ease of the conversation and exchange of information. It is the intention of the researcher that participants will receive notification of the findings at the end of the study, through an executive summary circulated by email.

The data collected from the interviews and focus groups will be in the form of notes and reports gathered by the researcher, as well as audio material from the recording of all sessions. Analysis will be done using a qualitative approach and with a critical perspective towards formulating a clear-cut answer to the Research Question. Conclusions will be reported in light of the above sources in the form of qualitative report.

3.3. Data Analysis

The data collected from the interviews and focus groups will be in the form of notes and reports gathered by the researcher, as well as audio material from the recording of all sessions. Desk research will include written material alone. Analysis will be done using all available sources and conclusions will be reported in light of the above sources in the form of a qualitative report.

4. DISCUSSION AND CONCLUSIONS

The Researcher expects to be able to present data to support the theory that female presence in football governance is not only important, but also useful and meaningful in terms of organizational success. The Researcher also expects to be able to suggest a clear-cut roadmap, in the form of a strategic plan, in order to be utilized by the national football authorities.

Furthermore, the Researcher is optimistic that the outcome of his research can be used by other sport organization in the countries, as well as other industries; also, it could be a driving factor and motivation for further research on Gender Diversity in other industries.

In embarking in qualitative research, the direct expected outcomes of this doctoral study will be a) to provide evidence that the presence of females, in football governance and positions of authority in the Cyprus football industry, will be beneficial, b) to provide a clear-cut strategic plan to establish Gender Diversity and c) to add to the existing literature that is specific to the Cyprus Sports industry, which as of yet is very limited. Furthermore, the research indirect expected outcomes are a) to provide a suitable program (in the form of an example of good practice) to other national sport organizations, outside football, and give them the opportunity to utilize the same program for their own organizations and b) to grow awareness for Gender Diversity on all levels of life and employment within Cyprus.

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5. TIMEFRAME FOR RESEARCH

RESEARCH GOALS YEAR 1 YEAR 2 YEAR 3 YEAR 4

2017 2018 2019 2020

PHASE I – Literature Review

Review benefits associated to Gender Diversity in the corporate world

x x

Review benefits associated to Gender Diversity in the global sport industry

x x

Review models of best practice in establishing and promoting Gender Diversity

x x x

Review programs associated with promotion of females and gender equality

x x x

Prepare a draft of the Literature Review and References write up

x x x

Present the work being done in at least one local event

x x x

PHASE II – Data Collection

Finalize the list of criteria for participation in the study

x

Perform preliminary prepatory work related to data collection

x x

Perform personal interviews

x x x

Meet with focus groups

x x

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Prepare a draft of the Methodology and References write up

x x x

Present the work being done in at least one local event and publish part of the work being done

x x x

PHASE III – Completion

Thesis Write up

x x x x x x x x

Editing and Proof Reading

x x x

Publish part of the work and suggest issues to be further researched

x x x

Present in local events and to the local authorities

x x x x

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REFERENCES

Women in Sport in Cyprus: Competition Sports. Research commissioned by the “Women in Sports Committee”, CSO 2011-2014 (Translated) (2015) [internet]. Available from: http://cyprussports.org/committees/scientific-committees/asya/53-committees-cso/%CE%B3%CF%85%CE%BD%CE%B1%CE%AF%CE%BA%CE%B1-%CE%B1%CE%B8%CE%BB%CE%B7%CF%84%CE%B9%CF%83%CE%BC%CF%8C%CF%82/998-%CE%B3%CF%85%CE%BD%CE%B1%CE%AF%CE%BA%CE%B1-%CE%BA%CE%B1%CE%B9-%CE%B1%CE%B8%CE%BB%CE%B7%CF%84%CE%B9%CF%83%CE%BC%CF%8C%CF%82-%CF%83%CF%84%CE%B7%CE%BD-%CE%BA%CF%8D%CF%80%CF%81%CE%BF-%CE%B5%CE%BD%CF%8C%CF%84%CE%B7%CF%84%CE%B1-%CE%B1%CE%B3%CF%89%CE%BD%CE%B9%CF%83%CF%84%CE%B9%CE%BA%CE%BF%CF%8D-%CE%B1%CE%B8%CE%BB%CE%B7%CF%84%CE%B9%CF%83%CE%BC%CE%BF%CF%8D-%CE%AD%CF%81%CE%B5%CF%85%CE%BD%CE%B1-%CE%B5%CF%80%CE%B9%CF%84%CF%81%CE%BF%CF%80%CE%AE%CF%82-%C2%AB%CE%B3%CF%85%CE%BD%CE%B1%CE%AF%CE%BA%CE%B1-%CE%BA%CE%B1%CE%B9-%CE%B1%CE%B8%CE%BB%CE%B7%CF%84%CE%B9%CF%83%CE%BC%CF%8C%CF%82%C2%BB-%CE%BA%CE%BF%CE%B1-2011-2014.html

MCROY, I. and TSANGARI, M., (2011) Underrepresentation Of Women Within The Cyprus Corporate Hierarchy. International Journal of Business and Social Science,[internet] 2(10), 15-25, available from <http://search.proquest.com/docview/904512540/78B144406DAE4ED5PQ/3?accountid=29916#>

Members of the Board of Directors Cyprus FA (2014) [internet]. Available from http://www.cfa.com.cy/Gr/board_members

Europa (2006) Roadmap for equality between women and men (2006-2010) [internet] Available from <http://europa.eu/legislation_summaries/employment_and_social_policy/equality_between_men_and_women/c10404_en.htm

International Olympic Committee, Factsheet; women in the Olympic movement (2014),[internet], Available from <http://www.olympic.org/Documents/Reference_documents_Factsheets/Women_in_Olympic_Movement.pdf>

Dinold, M., Dicketmuller,R., Grix,J., Phillpots,L. (2013) Managing Diversity and European Policy:Towards a typology for sports pedagogy, European Journal of Sport Science[internet], 13:6, 689-696, available from http://dx.doi.org/10.1080/17461391.2013.770925

Definition of Diversity.(2012) [internet]. Available from http://gladstone.uoregon.edu/~asuomca/diversityinit/definition.html

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127th IOC session, Olympic Agenda 2020 (2014) [internet]. Available from (www.olympic.org/news/olympic-agenda-2020-strategic-roadmap-for-the-future-of-the-olympic-movement-unveiled/241063

Skirstad,B. (2009) Gender policy and organizational change: A contextual approach, Sport Management Review, [internet] November, 12,4,202-216, available from <sciencedirect.com/science/article/pii/S1441352309000278>

The Case of Fifa Reforms (2015). [internet]. Available from http://www.forbes.com/sites/alanaglass/2015/11/29/the-case-for-fifas-gender-reform/#196ec8c19681

FIFA, football and women: why reform must specify inclusion and investment (2015). [internet]. Available from http://resources.fifa.com/mm/document/affederation/footballgovernance/02/72/23/75/201510fifareformsubmissionwftffinal_neutral.pdf

The benefits of Diversity (2014), [internet]. Available from http://www.uefa.org/about-uefa/president/news/newsid=2167839.html

Inspirational speeches on women in leadership (2016),[internet]. Available from http://www.uefa.org/football-development/womens-football/leadership/news/newsid=2362927.html

Platform for Women´s Football and Empowerment (2014), [internet]. Available from https://claimthepitch.org/tag/uefa/

Wicker, P., Breuer, C., Von Hanau, T. (2012). Gender effects on organizational problems-Evidence from non- profit sports clubs in Germany. Sex Roles, 66, 105-116, doi:10.1007/s11199-011-0064-8.

Women Matter: A Corporate Performance Driver, McKinsey 2007

Women Matter, GCC Women in Leadership: From the First to the Norm, McKinsey & Company, 2014

The Bottom Line: Corporate Performance and Women's Representation on Boards, Catalyst 2007

Jasmin Joecks, Kerstin Pull, and Karin Vetter, Gender Diversity in the Boardroom and Firm Performance: What Exactly Constitutes a 'Critical Mass'?, Social Sciences Research Network, Working Paper Series, 2012)

Doctoral Thesis Proposal 2016

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Desvaux, G., Devillard-Hoellinger, S., Baumgarten,P. (2007). Women matter: Gender diversity, a corporate performance driver. Paris,FranceMcKinsey & Company. Retrieved from http://www.mckinsey.com/locations/paris/home/womenmatter/pdfs/Women_matter_o ct2007_english.pdf.

Campbell, K., & Minguez-Vera, A. (2010) Female board appointments and firm valuation:short and long term effects. Journal of Management and Governance, 14, 37-59. doi10.1007/s10997-009-9092-y.

Carter, D.A., Simkins, B.J., & Simpson, W.G. (2003) Corporate governance, board diversity and firm value. Financial Review, 38,33-53. doi:10.1111/1540-6288.00034.

Adams, R.B, & Ferreira, D. (2009). Women in the boardroom and their impact on governance and performance. Journal of financial economics, 94, 291-309. Doi:10.1016/j.jfineco.2008.10.007.

Krishnan, H. A., & Park, D. (2005) A few good women – on top management teams. Journal of Business research,58,1712-1720. doi:10.1016/j.busres.2004.09.003

Adriaanse,J.A., Schofield,T. (2013) Analysing gender dynamics in sport governance: A new regimes-based approach, Sport Management Review, [internet], January, 16, 498-513, available from: www.elsevier.com/locate/smr.

Cunningham, G. B., and Sagas, M., (2007). Gender and sex diversity in sport organizations: Introduction to a special issue. Sex Roles, 8, 3-9. doi:10-1007/s1199-007-9360-8

Anderson, E.D.(2009) The maintenance of masculinity among the stakeholders of sport, Sport Management Review,[internet]February, 12,1,3-14, available from <www.sciencedirect.com/science/article/pii/S144135230800041#>

Bill proposal for gender diversity (2016) (translated) [internet] Available from:http://www.kerkida.net/articles/eisagomena/onlycy-news-flow/158249-protasi-nomoy-gia-isorropi-symmetoh

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Women in the Municipal Elections (2016) (translated), Mediterranean Institute of Gender Studies. Chart image, available from https://www.facebook.com/medinstgenderstudies/photos/pb.118186911528334.-2207520000.1480424159./1456872207659791/?type=3&theater

The Cyprus Football Association to return 1.5 million Euros from its surplus to Football Clubs (2016) (translated). Available from http://www.sport-fm.com.cy/podosfairo/item/93659-%CE%B7-%CE%BA%CE%BF%CF%80-%CE%B5%CF%80%CE%B9%CF%83%CF%84%CF%81%CE%AD%CF%86%CE%B5%CE%B9-%CF%83%CF%84%CE%B1-%CF%83%CF%89%CE%BC%CE%B1%CF%84%CE%B5%CE%AF%CE%B1-%CF%84%CE%B7%CF%82-%CF%80%CE%BB%CE%B5%CF%8C%CE%BD%CE%B1%CF%83%CE%BC%CE%B1-%CF%8D%CF%88%CE%BF%CF%85%CF%82-1,5-%CE%B5%CE%BA%CE%B1%CF%84%CE%BF%CE%BC%CE%BC%CF%85%CF%81%CE%AF%CE%BF%CF%85-%CE%B5%CF%85%CF%81%CF%8E.html